By 2050, our population will reach an estimated 9 billion. At that rate, the amount of CO2 and human waste is predicted to rise to 4 times the Earth’s natural ability to self-clean. Earth will become uninhabitable.
DENSO is committed to improving Earth’s health. EcoVision 2025 is our 10-year environmental policy and action plan to help resolve environmental and energy issues and conduct business in harmony with nature.
Bob Townsend, DENSO’s vice president of External Affairs, shares more about our vision to help preserve our planet.
Why did DENSO create EcoVision 2025?
Concern for our environment is not new. DENSO originated in rural Japan, and it was there we learned important lessons about our environmental impact. Early in the company, we accidentally released drainage into farmland, destroying crops. After that, we made a commitment that such an accident would never happen again.
We launched the first EcoVision policy in 1997, so this initiative has been in place for more than 20 years.
How does DENSO’s plan help create sustainable communities?
As a member of the automotive industry, we have two potentially negative impacts on society. Traffic accidents, and a lot of our efforts are focused on improving safety, and the environment. As a company, we want to reduce that impact on the planet.
To achieve this, our products, factories, associates and management all play a critical role in our 10-step action plan, which targets three primary areas: Energy, Clean and Green.
What are the main objectives for EcoVision 2050?
The 10-step action plan is designed to help us achieve three primary objectives:
How will we make our products cleaner?
Within product development, DENSO will contribute to reducing CO2 emissions from vehicles through the development of new technologies and products that improve fuel consumption and are compatible with a variety of fuels. As we develop new product lines, we’ll develop smaller and more efficient equipment to shrink our impact.
How can we make our plants greener?
We will promote reductions in waste and resource usage within logistics and at factories. One thing to keep in mind – if your plant is doing something successful, share it! We can learn from each other.
For example, our plant in Tennessee uses a small ice machine on-site to make ice at night. In the morning, the ice is used to cool equipment, reducing hazardous waste and overall energy use. And in Guelph, our factory recently replaced all its florescent lights with LED equivalents, generating 240 tons in CO2 savings.
How can associates make an impact?
We try to raise environmental awareness among our employees and their communities. We’ve been organizing events that promote improved employee awareness and engagement. Environmental education is critical to ensure that we’re all engaging in activities that preserve the environment and create sustainable societies.
At DENSO Manufacturing Athens Tennessee, we established a community EcoPark. The 11.5 acres draws local students and families to relax and enjoy nature, and provides opportunities to learn about recycling, composting, pollution prevention and much more.
In addition, I would encourage all our associates to consider low-carbon transportation, educate themselves about how to be more consciousness about the choices that impact the Earth, and volunteer their time toward environmental protection activities.
Anything else to add?
I love talking about EcoVision. It’s part of who we are, it’s the right thing to do, it shows our associates and future workers how we’re contributing to the environment and society overall. Transportation and mobility is changing quickly, and so are people’s expectations of the companies they work for and partner with. DENSO plans to stay at the forefront of both.
DENSO, and our affiliate Michigan Automotive Compressor Inc. (MACI), were honored as top-performing global suppliers for Ford Motor Company at the 20th Annual World Excellence Awards. Only 30 companies were selected as finalists from thousands of Ford suppliers globally.
“I would like to extend my personal congratulations to DENSO and its associates, the entire MACI team and the Ford sales team for achieving this award. At DENSO, our core focus is producing and developing high-quality, innovative products and technologies that address the changes happening within the automotive industry while exceeding customers’ expectations,” said Thomas Esser, vice president, Global Ford Sales, DENSO.
DENSO was awarded Ford’s World Excellence Award for Quality. MACI was recognized for the third time, receiving the Gold World Excellence Award for excelling in the categories of Cost, Quality, and Delivery. MACI manufactures automotive air conditioning compressors with magnetic clutch for Ford and other customers like Honda, GM, Chrysler and Toyota. As the main component of the air conditioning system, MACI’s compressors play an integral role in keeping drivers and passengers comfortable in warm weather.
“Every associate in MACI works toward one goal – to satisfy our customers,” said Joe Shaughnessy, General Manager, Business Planning, Human Resources, Information Systems, Production Control at MACI. “This is our top priority. It is so gratifying to receive such an elite award that recognizes our team’s collective efforts.”
About Michigan Automotive Compressor Inc.
Established in 1989, Michigan Automotive Compressor Inc. (MACI) is a joint-venture between Toyota Industries Corporation (TICO) and DENSO Corporation. It is the largest manufacturing employer in Jackson County, with over 1 million square feet, and more than 1,050 associates. MACI sells approximately 6 million compressors of all types each year, for many of the world’s most popular vehicles. GM and FCA-Chrysler are the largest customers by volume. Ford, Toyota, Honda, Freightliner and John Deere also are customers.
This month, more than 200 leaders from across the globe headed to DENSO’s global headquarters in Japan for the annual Global Leadership Conference. Leaders showcased new activities in their regions, discussed challenges, and talked opportunities as we all work toward our global long-term 2030 vision, and 2025 goals.
Click on the video below to hear Kara Grasso, vice president of Sales in Southfield, Mich., share an overview of the topics and themes from this year’s global conference, including what North America presented.
For North America, Bill Foy, senior vice president of Engineering, presented on the importance of our role globally for DENSO, and our plans to strengthen regional management. The automotive industry is shifting to focus more on electrification, connected and autonomous technologies. This shift is being led mainly in the North America region, which is why DENSO in North America is in a position to play a bigger role in these areas for DENSO globally.
On May 5, associates from DENSO Manufacturing Canada (DMCN) volunteered at ‘A Day with a Difference’ 2018 conference to help promote STEM to girls in grades 7 and 8.
A Day with a Difference is a one day conference for girls in grades 7 and 8 in WRDSB schools. The day is organized by the local ETFO Girls’ Conference Committee in coordination with Conestoga College. It is a day filled with hands-on workshops offered by female presenters in fields of science, math and technology.
Monique Radersma, Cherry Lou Javier, Pauline Fell, Terry Beerman and Sameet Saini, from our DMCN team, coordinated robotics workshops for the girls.
Road traffic crashes account for approximately 1.25 million fatalities every year, and about 500 child fatalities every day. To help reduce auto crashes where DENSO’s more than 23,000 North American employees live and work, the global automotive supplier, together with Safe Kids Worldwide, co-created a comprehensive roadmap encouraging employees to spread safe driving habits: the Road Safety Associate Toolkit.
The 41-page document offers safety tips, infographics, activity sheets, and other materials to assist associates in making their communities safer for kids. The Toolkit has three sections: In and Around Cars; Pedestrian Safety, and Bike Safety.
The Toolkit includes tips on installing car seats and avoiding heatstroke, advice for parents on talking to teen drivers, ways to prevent kids from being distracted while walking near roadways, and Halloween safety precautions. It also provides contact information for local Safe Kid coalitions, an action plan to make school zones safer, other online resources, and social media posts.
“Safe Kids Worldwide has been laser focused on preventing childhood injuries for almost 30 years, and we’ve made a lot of progress toward keeping kids safe,” said Torine Creppy, president of Safe Kids Worldwide. “But we can do even more by partnering with the associates of DENSO. We’re confident that our joint initiative can help to reduce the number traffic crashes and protect our children.”
DENSO is also hosting safety events throughout the country to help educate community members about child safety on the road. May marks the company’s Global Safety Month, which will focus on celebrating DENSO’s work to produce the latest vehicle safety technology and further educating drivers and pedestrians about how to reduce auto accidents.
To download the Toolkit:
Click on the Download button above this article to view and save the toolkit.
About Safe Kids Worldwide
Safe Kids Worldwide is a nonprofit organization working to protect kids on the road, at home and at play. Preventable injuries are the number one cause of death for children in the United States. Throughout the world, almost one million children die of an injury each year, and almost every one of these tragedies is preventable. Safe Kids works with an extensive network of more than 400 coalitions in the U.S. and with partners in more than 33 countries to reduce traffic injuries, drownings, falls, burns, poisonings and more. Since 1988, Safe Kids has helped reduce the U.S. childhood death rate from unintentional injury by 60 percent. Working together, we can do much more to protect kids. Join our effort at safekids.org.
With the introduction of DENSO’s Crafting the Core brand, you’re going to be hearing a lot about what’s at the core of DENSO. And you can rest assured that there’s a lot there. Our associates are the core of everything we do. Our unwavering commitment to quality and safety is at the core of products. Our company strives to be a core part of our communities. And there’s much more. Since you are what’s at our core, we want to know what’s at your core. What drives you to wake up every day, head to work and ensure nothing but the very best products go out our doors bearing the DENSO name?
Scroll down and submit your story using the red “contact us” button on the bottom left hand side of the page.
Communications, Corporate Services & Compensation (Battle Creek, Mich.)
Creating Connections: Throughout my career at DENSO in Communications and HR, I’ve enjoyed the opportunity to create connections, whether that’s connecting an associate recognition story to the DENSO Spirit, or helping associates feel connected to the company’s mission, or using data to connect the dots and address HR problems. Telling great stories and creating connections can be a powerful way to inspire people to action!
Vice President of DENSO Thermal North America Center HVAC & PIC (Battle Creek, Mich.)
Relentless: Nothing of any significant value comes ‘easy’, therefore our objective must be continuously ‘sought’ with desire and courage. Pursuit: Continuous, intentional action!
Excellence: A high quality of life necessitates that we individually and collectively commit to add unique, extraordinary value through our God given gifts and abilities.
Marketing Supervisor (Long Beach, Calif.)
Stay Humble, Hustle Hard: Stay humble is an inspiration of how to be – grateful for the job I have and position I hold here at DENSO. Hustle hard serves as a reminder of who I am – a hard worker.
Senior Vice President (Long, Beach, Calif.)
Authentic: As a leader and face to our customers, I believe it’s important to be genuine and represent my true nature or beliefs. I feel it’s important to be reliable and trustworthy. This transfers to our DENSO quality standards to provide value through reliability and trust in our brand.
President (Battle Creek, Mich.)
Leadership = Vision + Passion: Success depends on people! One of my personal missions is to develop good leaders. With this equation, I wanted to illustrate a few of the components which need to be in your core.
Senior Vice President (Long Beach, Calif.)
Passion: Our associates must address each DENSO strategy with a passion to exceed expectations. Be inspired to live each day with a passion to make a difference in your family, personal life, and professional career.
Communications (Maryville, TN)
Community: As our company grows, community involvement becomes even more important. If every DENSO location is active in the community, then the entire world will know that DENSO is working every day to protect lives, preserve the planet and prepare a bright future for our generations to come.
Senior Vice President, Engineering (Southfield, Mich.)
Passion: Passion is important. I encourage my team to dedicate 10 percent of their time on something they’re passionate about because it drives their energy, commitment and focus. Who knows where it could lead.
CEO of DENSO Thermal North America Center
Battle Creek, Mich.
Stand Out: As DENSO, we aim to be a product differentiator rather than a low cost leader. In an industry with tough competition, differentiation is tough; we must seek every day to Stand Out by solving customers’ problems (even hidden ones) better than anybody else can even imagine.
Vice President (Maryville, TN)
Building Trust, Growth Mindset: Building trust is a growth mindset. Through the challenge and the struggle, we gain insight and knowledge that can propel us to new, higher levels of understanding and achievement.
Engineer (Southfield, Mich.)
Problem Solver: As an automotive engineer, we solve a spectrum of problems, from energy efficiency and constantly improving passenger safety while reducing injuries and deaths caused by automobile accidents, to minor ones like troubleshooting a malfunctioning circuit.
Vice President (Maryville, TN)
Courage to Change: As I have rotated from one division to another, I can feel the positive impact of my personal and professional changes through working in different business environments in a relatively short term. Similarly, DENSO is faced with paradigm shifts in the future automobile society, so as an organization, we need the “Courage to Change” our way of doing things to thrive in this new and challenging environment.
Finance & Accounting (Southfield, Mich.)
Overcome Challenge: We are all faced with different challenges in our work and personal lives, and learning how to navigate through those challenges successfully usually makes us stronger and better people.
Norihito “Jack” Tanahashi
Senior Vice President (Long Beach, Calif.)
Professional Breakthrough: Being a professional means meeting and exceeding expectations to best serve customers, companies and society. Professionals succeed when they take responsibility and act to make progress. Motivated by an unwavering commitment to our customers, companies and society, this initiative produces breakthroughs that benefit everyone.
President (Maryville, TN)
Exporting Talent: To me, the key to ‘Crafting the Core’ is to strengthen our management through organizational transformation, to develop future leaders. I want to develop leaders to support DENSO globally, not just at our Tennessee facility, as DENSO continues to grow.
Human Resources (Southfield, Mich.)
Making a Difference: This is my main purpose in life, personally and professionally. Being an inspiration to people does not require a whole of effort or expertise; patience and understanding goes a long way.
Administrative Professional (Battle Creek, Mich.)
Blessed: I feel that everything I am and have is because God blessed me with my job and has allowed me to be a vessel to help others every day.
Haruhiko “Hal” Kato
President (Long Beach, Calif.)
Ownership & Dream: Making a dream come true requires great passion. However, passion alone is not enough. If you are not fully committed to making it happen, you are literally just dreaming. In other words, a dream without the commitment to follow through will not drive you to take action. Making the commitment and taking ownership are what transform dreams into reality.
Security & Emergency Response (Battle Creek, Mich.)
Be Ready: My passion is in encouraging others to be prepared for emergencies. Emergency preparedness, in my opinion, is key to long term wellness, whether as a business or as an individual.
Engineer (Southfield, Mich.)
Accountability: Regardless of who I’m working with, or what project I’m working on, I want people to know they can count on me to deliver. Working relationships are so important at a company like DENSO, and I think accountability is key in achieving that.
Engineer (Southfield, Mich.)
Collective Love: It’s our job, collectively, to infuse love into our products, to be thoughtful in the design, evaluation and production. We must ensure the safety of our end-users, our loved ones.
Purchasing (Battle Creek, Mich.)
Meaning Drives Purpose. Value Drives Creation: It’s very important to me to understand “The Why”— why my job or any specific task is important to the success of the company. Once I understand my value, it really drives me to be successful for DENSO.
Community Affairs (Southfield, Mich.)
Our Future: My role within DENSO is to create opportunities to support talent development, student engagement, community outreach, and road safety awareness. In this role, I’m actively working on projects for the future of DENSO, our communities and my own family.
David H. Williams
Director of OES Sales Planning & Marketing (Long Beach, Calif.)
Vision & Integrity: A leader is ultimately the keeper of the dream, an ideal for others to rally behind. A leader’s integrity is measured by how closely they follow their own vision while adhering to the values of the organization.
Corporate Communications (Southfield, Mich.)
People and their stories: People and their stories are what inspire and motivate me everyday at DENSO. I want to help influence change and make improvements at DENSO by sharing associate stories and best practices we can all learn from.
Jesus Abdiel Juarez Ortega, technician from DENSO Mexico, took to the stage all by himself at this year’s WorldSkills Competition, in Abu Dhabi, United Arab Emirates in October. He was carrying the Mexican flag proudly as the only representative from his country and for DENSO in North America.
“It all started as a project at work,” said Juarez. “DENSO asked people to participate in this competition, and the only requirement was that you had to be able to measure. I was looking at it as a way to progress my career. After an intense selection process, Juarez embarked on a grueling training process, which included 12-13 hours of training per day, more than three months spent at a training center in Japan, and one month in Thailand. He even learned Japanese to prepare for his trip! In the end, Juarez came out on top with a new perspective, approach to work and role at DENSO. Juarez is now a coach for others who want to improve their skills or prepare for a future WorldSkills.
Established in 1946, WorldSkills is a premier world event for skills recognition and advancement, helping to raise quality, promote professional development and drive improvements in vocational training. It’s an “Olympics” for young professionals to test their skills and compete in various categories, including information and communication technology, manufacturing and engineering, transportation and logistics, and others.
DENSO At WorldSkills
DENSO has participated in the WorldSkills Competition since 1971. To date, DENSO associates have won 32 gold medals, 16 silver medals, and 15 bronze medals. This year, DENSO participants from Japan, Thailand, Indonesia, Vietnam and Mexico competed in eight categories, taking home a gold medal and bronze medal.
DENSO announced its global financial results for the first half of the fiscal year that ends March 31, 2018:
“DENSO’s revenue increased due to an increase in vehicle production, as well as sales expansion. DENSO’s operating profit also saw an increase due to the production volume increase and company cost reduction efforts,” said Koji Arima, president and CEO of DENSO Corporation.
In Japan, a rise in vehicle production resulted in an increase in revenue to 1,406.9 billion yen (US$12.5 billion), an 8.9 percent growth from the previous year. As a result of the increase in production volume and cost reduction efforts, the operating profit totaled 105.5 billion yen (US$935.8 million), a 100.7 percent increase from the previous year.
In North America, a sales expansion led to an increase in revenue to 548.1 billion yen (US$4.9 billion), a 6.1 percent increase from the previous year. On the other hand, the operating profit totaled 20.8 billion yen (US$184.5 million), which resulted in a 29.5 percent decrease from the previous year due, which is attributed to depreciation increases.
In Europe, the slight rise in vehicle production by the moderate recovery of the market led to an increase in revenue to 309.9 billion yen (US$2.7 billion), a 10.6 percent increase from the previous year. Due to depreciation increases, operating profit decreased to 8.9 billion yen (US$78.7 million), a 5.1 percent decrease from the previous year.
In Asia, an increase in both vehicle production and sales expansion resulted in an increase in revenue to 619.2 billion yen (US$5.5 billion), a 14.8 percent rise from the previous year. As a result of the increase in production volume, an operating profit totaled 62.8 billion yen (US$557.5 million), a 36.3 percent growth from the previous year.
In other areas, mainly the South American region, including Brazil and Argentina, revenue totaled 40.4 billion yen (US$358.7 million), a 32.7 percent increase from the previous year. The operating profit totaled 7.1 billion yen (US$62.8 million).
“After considering our first-half financial results, and the latest movement in the foreign exchange markets, we have revised up our full-year financial result forecasts. We also revised up dividend payment for both of interim and fiscal year-end,” said Koji Arima.
(Foreign exchange rates used for the full-year are US$= 111 yen, Euro= 126 yen)
Forecast for Fiscal Year Ending March 31, 2018
|Revenue||4,740 billion yen
|5,000 billion yen
|Operating profit||353 billion yen
|390 billion yen
|Profit before income taxes||388 billion yen
|430 billion yen
|Profit attributable to owners of the parent company||280 billion yen
|300 billion yen
Nearly 200 associates from locations throughout our region gathered on historic Mackinac Island, Michigan, for this year’s North America Quality Circle Competition (NAQCC). While the island doesn’t allow cars, DENSO teams across North America presented innovative ways to improve the quality, safety and efficiency of our manufacturing processes and automotive parts.
Teams spent time learning from one another, networking, and even found time to make a community impact—assembling and decorating superhero capes for Camp Quality Michigan, an organization that provides free summer camp and support services to children battling cancer.
This year, NAQCC teams saved DENSO a total of $2,110,264!
Congratulations to DENSO’s team in Osceola, Arkansas, for taking home the 4 Million Man Hour Safety Award!
DENSO Manufacturing Arkansas was recognized by the Arkansas Department of Labor, Arkansas Insurance Department, and Arkansas Workers Compensation Commission for more than 4 million hours of work without an accident, injury, or illness between June 15, 2013 and January 31, 2017.
Thanks, Arkansas team, for your commitment to safety!
A message from Don Tracy, vice president, North America Production Innovation Center (Maryville, Tenn.)
Safety’s at the core of DENSO’s manufacturing process. From initial product design, we make sure our products are safe for our associates to build. This is why I joined DENSO 30 years ago. Back then, a family friend of mine gave me a call and told me that I had to go work for a company called Nippondenso, now DENSO. After the call, I started doing some research. I read about the Nippondenso core values and saw how much importance was placed on safety and quality. This convinced me to submit an application and accept an interview. During my interview, the hiring manager told me that their management style was “all for one and one for all.” I knew right then and there that people came first at Nippondenso, which sealed the deal.
My core is building trust and a growth mindset
This is how I feel building trust and a growth mindset are key to safety: We can all play a role in workplace safety by watching out for the safety of our co-workers. Think of it this way, if you’re working with three coworkers and trust that each of you are looking out for one another, your work environment becomes that much safer.
Also, without a safe work environment, we can’t possibly perform our best to create quality products. This is why we need to keep a growth mindset when it comes to safety. When we strive to improve safety, the quality of our products can improve. This is why safety always comes first before quality, cost and delivery.
DENSO Corporation announced its global financial results for the first quarter ending June 30, 2017 for fiscal year ending March 31, 2018:
“DENSO’s revenue increased by the increase of car production and sales expansion as well as operating profit due to the production volume increase and cost reduction efforts.” said Yasushi Matsui, executive director of DENSO Corporation.
In Japan, the increase of car production led to an increase in revenue to 675.7 billion yen (US$6.0 billion), a 9.6 percent increase from the previous year. As a result of the increase in production volume and cost reduction efforts, the operating profit totaled 37.4 billion yen (US$333.5 million), a 163.8 percent increase from the previous year.
In North America, despite of an unpredictable economy, the increase of car production led to an increase in revenue to 281.0 billion yen (US$2.5 billion), a 5.6 percent increase from the previous year. As a result, the operating profit totaled 17.0 billion yen (US$151.5 million), a 2.3 percent increase from the previous year.
In Europe, the increase of car production by the moderate recovery of the market led to an increase in revenue to 159.6 billion yen (US$1.4 billion), a 3.3 percent increase from the previous year. On the other hand, due to depreciation increase, operating profit decreased to 5.8 billion yen (US$52.1 million), a 14.7 percent decrease from the previous year.
In Asia, increase of car production and sales expansion, a revenue increase to 299.6 billion yen (US$2.7 billion), a 7.7 percent increase from the previous year. As a result of the increase in production volume, an operating profit totaled 28.5 billion yen (US$254.5 million), a 16.5 percent increase from the previous year.
In other areas, mainly the South American region, including Brazil and Argentina, revenue totaled 19.1 billion yen (US$170.8 million), a 21.9 percent increase from the previous year. The operating profit totaled 3.3 billion yen (US$29.9 million).
“Considering the latest movement in the foreign exchange markets and increase of car production, we have revised up our financial result forecasts for the first-half and full-year,” said Matsui.
(Foreign exchange rates used for the first-half financial result forecast are US$= 111yen Euro=121 yen, and for the full-year are US$= 110 yen, Euro= 121 yen)
Forecast for Fiscal Year Ending March 31, 2018
|First-Half Forecast (Revised)||Full-Year Forecast (Revised)||Changes from Previous FY|
|Revenue||2,330.0 billion yen
|4,740.0 billion yen
|+212.9 billion yen
|Operating profit||161.0 billion yen
|353.0 billion yen
|+22.4 billion yen
|Profit before income taxes||179.0 billion yen
|388.0 billion yen
|+27.1 billion yen
|Profit attributable to owners of the parent company||123.0 billion yen
|280.0 billion yen
|+22.4 billion yen